Our Division Teams

The support of our staff helps to shape our vision and is essential. As the Division of Enrollment Management, we create inclusive environments of intentional first-class experiences that provide excellent service, top-tier resources and limitless inspiration through collaborative partnerships. We depend on our divisional teams to help make our vision our reality!

Our teams are organized around the following core areas:

  • Divisional Goals and Strategic Planning Team
    • Conduct a mission statement workshop.
    • Coordinate IE alignment and reporting.
  • Social Team
    • Plan social bonding activities for the Division, one per quarter.
    • Create a welcome “onboarding” program for new EM employees.
  • Lions Lead Team
    • Organize and plan the annual Lions Lead, an award and recognition program for our Division.
  • Lionheart Champions
    • Implement ideas and plan activities that promote a culture of kindness for our Division.
    • Nominate and install a Divisional “Poet Laureate.”

Divisional Tools and Resources

The Council for the Advancement of Standards in Higher Education (CAS) has been the pre-eminent force for promoting standards in student affairs, student services, and student development programs since its inception in 1979. CAS standards create the opportunity for functional areas to demonstrate contributions to the public good, including student learning, development, and success.

  • Fall 2024: The Office of Financial and Scholarships will recommence work on an assessment via the Standards and Guidelines developed by the Council for the Advancement of Standards in Higher Education (CAS). Standards are developed through a consensus model of member associations and industry experts. Our planned use of CAS will include an Internal program & external program review for the Office of Financial Aid and Scholarships and will help inform the following:
    • Provide a foundation for process and operational improvements
    • Development of our mission, goals, and strategic plan for the department
    • Staff professional development and training
    • Excellence in student support and services
    • Benchmark against national standards

Cloverleaf personalizes professional development through personality tests like the Enneagram, 16 Types, DISC, Energy Rhythm Surveys, and Strengths Finder. Through automated coaching tools through email, calendar, and messaging apps, our use of Cloverleaf will support our Division by:

  • Increasing engagement: Encouraging employees to bring their whole selves to work.
  • Maximizing talent: Uncovering hidden employee strengths and potential.
  • Building trust: Helping our team builds empathy and confidence.

Enrollment Management :: Welcome

We Provide Limitless Inspiration

The Division of Enrollment Management supports the institutional strategic plan by aligning our vision, goals and strategies to the strategic priorities and goals of the university. We have one shared vision:

Texas A&M University-Commerce, as a part of the A&M family of universities, will become the University of Choice for all those seeking higher education in the Northeast Texas region and beyond. It will provide traditional and non-traditional learning opportunities through existing and new programs that set high expectations and goals for students, faculty, and staff. The University will provide a sense of community through a nurturing environment for all individuals in order to maximize learning, career, and personal development. A&M-Commerce will become a place where students, faculty, staff, and community are engaged in the pursuit of excellence. A&M-Commerce strives to:

  • Transform lives by providing a relevant, personalized education to diverse learners
  • Advance knowledge and pursue impactful research
  • Serve an inclusive community where all are valued
  • Foster collaboration to solve contemporary problems

Our departments include the Offices of Undergraduate Admissions, Registrar, Financial Aid and Scholarships, Veterans and Military Services, New Student and Family Programs, and Outreach & Post-secondary Partnerships.


As the second-largest member of the Texas A&M University System, A&M-Commerce offers more than 130 degree programs and serves more than 11,000 students in the northeast region of Texas.  With the recent pandemic, educational delivery and expectations have shifted, all the while, the demographics of college-going students and the positioning of competitors continues to evolve.  A&M-Commerce has not been immune to the impacts of the pandemic.  We want to take this historic moment to build a foundational plan to address enrollment and retention declines, align the A&M-Commerce enrollment plan with the Systems enrollment goals, and set forth the accountability and governance structures necessary to ensure success.  

SEM can be characterized as “a comprehensive process designed to help an institution achieve and maintain the optimum recruitment, retention and graduation rates of students, where optimum is defined in the academic context of the institution”(Dolence, 1993).


Strategic Enrollment Management is a comprehensive approach to integrating all of the University’s programs, practices, policies, and planning related to achieving the optimal recruitment, retention, and graduation of students with “optimal” defined by the mission, academic vision, and strategic plan of the institution. Enrollment Management becomes Strategic Enrollment Management when it actively integrates planning, strategies, and structures in the formal enrollment management units with the institution’s evolving strategic planning, its academic vision, and its fundamental mission.

Strategic Enrollment Management does not ignore short‐term activities. Instead, it integrates short‐term administrative efforts with long‐term planning processes. These administrative efforts include a focus on the management of those functional areas responsible for achieving enrollment goals. As a planning process, Strategic Enrollment Management focuses on the outward‐ and forward‐looking activities that guide the institution’s pursuit of its preferred future in a constantly changing and competitive environment and includes long-range planning and institution‐wide strategy development.


  • All SEM activities are mission-driven.
  • SEM develops an institutional culture of student success.
  • SEM is synonymous with student success and is integrated into the institution’s strategic plan.
  • SEM involves all internal and external constituents.
  • External partnerships are critical.
  • Everything is assessed and measured so decisions are data-driven.
  • Clear enrollment goals are established based on institutional capacity and the institution’s strategic plan, and not simply on the student profile or revenue generation.
  • Appropriate academic programs are maintained that will prepare students for the careers of the future while sustaining mission-appropriate offerings.
  • Creative thinking and looking outside of higher education for best practices are necessary.
  • Focus on the appropriate utilization of technology to enhance service to students is encouraged.

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Contact Us

  • P.O. Box 3011
  • Commerce, TX 75429-3011
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